23 January 2017

Leadership, dreams, and delusions

I had occasion recently to chat with the president of a good-sized A/E/C industry firm about what qualities might be expected from and required of a strategic leader. And I was reminded of Robert Kennedy paraphrasing the great Irish playwright, George Bernard Shaw:

Some men see things as they are, and ask why. I dream of things that never were, and ask why not?

In my now 66 years, I have learned that leaders are men and women of vision—men and women who dream of things that are not yet, ask why not, and then inspire others to help bring those things into being.

Not only are leaders people of vision, but they are also people with very good eyesight. While they dream of things that are not, they see what is very clearly and accurately. They do not delude themselves into thinking something already exists when it does not, or that something right in front of them is not really there. They understand the work needed to make their vision a reality, and never confuse the wish with the accomplishment.

Their commitment to their vision—to their dream—is often sufficient to bring others on board to help them realize that vision. They don't push their people to make the vision a reality. They inspire people to adopt their goal and work with them to make it real.

As an idea moves from a vision to a dream, to a committed group of people, to a set of plans, to construction and use of a facility, or implementation of a process or program, the leader remains in the vanguard, guiding the group, urging them on, leading by the force of his/her personality and commitment.

While keeping an eye on the vision's development, they also monitor the context in which it will come to fruition. If the context changes, they can consider altering the vision to keep it relevant and possible. And they can consider the input of other team members. They are not so wrapped up in the need of their own ego to have the vision and its final realization be totally theirs.

They do not insist on the vision's immutability regardless of changing context and/or needs. They do not insist on a change-free process only to end up with a finished product that bears their name but nobody can use. They do not delude themselves into thinking that they are individually more important than the cause.

And since leaders are always about vision and seldom about logistics, every great leader needs a great manager—someone who can figure out how to get the vision implemented, who can handle the logistics of ordering supplies and equipment, arranging for appropriate workers, scheduling the various work activities, ensuring the quality of the work and the proper meshing of all the moving parts. In short, someone who can turn the vision into a physical reality.

A great leader supported by a great manager can inspire others to surprise themselves, to reach heights they might otherwise never dream of. A great leader and a great manager at the head of a great team can cure terrible diseases, put a man on the moon, and turn barbarism into civilization.

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Leadership, dreams, and delusions

I had occasion recently to chat with the president of a good-sized A/E/C industry firm about what qualities might be expected from and required of a strategic leader. And I was reminded of Robert Kennedy paraphrasing the great Irish playwright, George Bernard Shaw:

Some men see things as they are, and ask why. I dream of things that never were, and ask why not?

In my now 66 years, I have learned that leaders are men and women of vision—men and women who dream of things that are not yet, ask why not, and then inspire others to help bring those things into being.

Not only are leaders people of vision, but they are also people with very good eyesight. While they dream of things that are not, they see what is very clearly and accurately. They do not delude themselves into thinking something already exists when it does not, or that something right in front of them is not really there. They understand the work needed to make their vision a reality, and never confuse the wish with the accomplishment.

Their commitment to their vision—to their dream—is often sufficient to bring others on board to help them realize that vision. They don't push their people to make the vision a reality. They inspire people to adopt their goal and work with them to make it real.

As an idea moves from a vision to a dream, to a committed group of people, to a set of plans, to construction and use of a facility, or implementation of a process or program, the leader remains in the vanguard, guiding the group, urging them on, leading by the force of his/her personality and commitment.

While keeping an eye on the vision's development, they also monitor the context in which it will come to fruition. If the context changes, they can consider altering the vision to keep it relevant and possible. And they can consider the input of other team members. They are not so wrapped up in the need of their own ego to have the vision and its final realization be totally theirs.

They do not insist on the vision's immutability regardless of changing context and/or needs. They do not insist on a change-free process only to end up with a finished product that bears their name but nobody can use. They do not delude themselves into thinking that they are individually more important than the cause.

And since leaders are always about vision and seldom about logistics, every great leader needs a great manager—someone who can figure out how to get the vision implemented, who can handle the logistics of ordering supplies and equipment, arranging for appropriate workers, scheduling the various work activities, ensuring the quality of the work and the proper meshing of all the moving parts. In short, someone who can turn the vision into a physical reality.

A great leader supported by a great manager can inspire others to surprise themselves, to reach heights they might otherwise never dream of. A great leader and a great manager at the head of a great team can cure terrible diseases, put a man on the moon, and turn barbarism into civilization.